DOCSLIB.ORG

Who's Boss? Physiological Measures During Performance Assessment

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Who's Boss? Physiological Measures During Performance Assessment Received: 13 July 2018 Revised: 26 November 2018 Accepted: 30 November 2018 DOI: 10.1002/mde.2997 RESEARCH ARTICLE Who's boss? Physiological measures during performance assessment Michela Balconi1,2 | Irene Venturella1,2 | Giulia Fronda1 | Maria Elide Vanutelli2,3 1 Department of Psychology, Catholic University of Milan, Milan, Italy Leadership in organizations consists of a complex process, which includes the inter- 2 Research Unit in Affective and Social personal relationship with collaborators. By using a neuroscientific approach, we eval- Neuroscience, Catholic University of Milan, Milan, Italy uated the effect of the presence of unidirectional versus reciprocal feedback 3 Department of Philosophy, Università degli (provided only by the leader or by both figures), as well as the assignment of a quan- Studi di Milano, Milan, Italy titative or just a qualitative assessment. Skin conductance level and response (SCL and Correspondence SCR), as well as heart rate (HR), have been recorded during a role playing. Results Michela Balconi, Department of Psychology, Catholic University of the Sacred Heart, Milan, revealed increased emotional engagement (SCL/SCR) during no rating and reciprocal Largo Gemelli, 1, 20123, Milan, Italy. condition, as well as a stressful response (increased HR) during rating and unidirec- Email: [email protected] tional condition. 1 | INTRODUCTION [HR]) showed important information related to different leadership style. Results highlight the importance of applying neurosciences to Leadership in the organizational field consists of a multifaceted pro- organizational contexts exploring processes related to manager– cess that takes place in a complex environment (Hannah, Balthazard, employee dynamics and communicative style. Waldman, Jennings, & Thatcher, 2013). The leader continuously needs In fact, it has been previously underlined that a proficient relation- to make decisions and to manage the new and changing situations in ship between the manager and the employee can directly affect the the workplace, which require an amount of unpredictability and risk efficiency in organizations (Hannah et al., 2013). For example, it has (Waldman, Balthazard, & Peterson, 2011). Such complexity does not been shown that more complex leaders show important managerial include only the leader's cognitive ability and personality, but also skills within their social environment, such as adaptive thinking, deci- the context, some specific features of the employees, and, more siveness, and positive action orientation (Hannah et al., 2013). importantly, the interpersonal relationship between these two figures, Also, it has been revealed that some interpersonal mechanisms which consists of a reciprocal interplay. As revealed by a recent work involving attachment within meaningful relationship (as in mother– (Venturella, Gatti, Vanutelli, & Balconi, 2017), indeed, it is very impor- child or romantic couples) could have important effects over some tant to catch the complexity of social relations within a managerial psychological factors such as self‐satisfaction (Brennan & Shaver, context by also including communication and emotional factors. In this 1995; Simpson, 1990) and well‐being (Blackburn & Epel, 2012; specific case, for example, it was found that the adoption of a cooper- LeMoult, Chen, Foland‐Ross, Burley, & Gotlib, 2015; Mikulincer & ative leadership style was more engaging by the employees, as Shaver, 2012; Pietromonaco, Uchino, & Dunkel Schetter, 2013). Inter- revealed by psychophysiological and electrophysiological indices dur- estingly, it has been hypothesized that similar phenomena could take ing different steps of the conversational shifting, including appealing place in the managerial field about the formation of significant work topics for both the parties involved, such as the company's mission, relationships and positive social dynamics. leader's or employee's personal change, etc. For example, the moment of performance assessment could be Managers were required to use two different communication very delicate for the organizational and interpersonal balance due to styles: authoritative versus cooperative. A conversational analysis per- the presence of a hierarchy. At this regard, an interesting issue relates mitted to identify main topics to interpret data. Results showed that to a different style of assessment, which can be quantitative or quali- the interview was more arousing for the employee than the manager. tative. In detail, it is possible to combine a narrative (qualitative) eval- Greater delta and theta electroencephalogram bands could denote uation together with a numerical one (quantitative), which is the positive valence of personal interactions and company mission topics. rating. Introduced in the organizational practice for supporting the Autonomic measures (skin conductance response [SCR] and heart rate employees to reinforce their performance (Dixon, Rock, & Ochsner, Manage Decis Econ. 2018;1–7. wileyonlinelibrary.com/journal/mde © 2018 John Wiley & Sons, Ltd. 1 2 BALCONI ET AL. 2010), rating's efficacy has received inconsistent findings. In a previ- specific attitudes of the leader during a vision task. It consisted of ous meta‐analysis Kluger and DeNisi (1996) found that feedback eval- answering two questions about the future of their organizations, as uations led to performance improvement only in 41% of the time, and follows: (a) “Can you please describe your current plans for your to a worsening in 38% of the cases. A more recent approach, instead, organization, as well as plans for the future?” and (b) “As you look tried to underline how a qualitative evaluation could be more efficient towards the future, can you formulate a vision statement for your for employees, because it was found that they pay more attention in firm?” Then, statements have been coded from personalized to the case of narrative instead of quantitative statements (Smither & socialized visions. Results showed increased right frontal coherence Walker, 2004). A possible interpretation of this process was proposed in the case of socialized visionary communication. Such finding is by Rock (2008), who suggested that status perception and ranking important in that this capacity also has positive effects over followers' could be undermined by rating assignment, thus leading to fear, nega- perceptions of the leader in charismatic terms. tive emotions, and avoidance. Considering the importance to maintain However, previous work mainly focused on neuroimaging and the a positive and healthy work environment at the workplace, such evi- brain networks related to such dynamics (Balconi, Crivelli, & Vanutelli, dence is of great interest. 2017; Balconi, Gatti, & Vanutelli, 2018; Balconi, Pezard, Nandrino, & It has become evident, therefore, that a sound atmosphere based Vanutelli, 2017; Balconi, Vanutelli, & Gatti, 2018), whereas interper- on empathy, reciprocal listening, and a solid communication can sonal components involving emotional responses could benefit also assume a regulatory function within organizational interpersonal from other techniques about peripheral activity recording such as dynamics, considering both a vertical direction between leaders and electrodermal activity (EDA) and cardiovascular activity recording employees, but also a horizontal perspective among colleagues. This (HR). These methods, in fact, can easily detect some reactions related way, all the figures involved can be aware of how their emotional, to specific interpersonal processes such as empathy (Levenson & Ruef, cognitive, and psychological mechanisms could significantly influence 1992) and affective behaviors (Adolphs, 2003; Levenson & Gottman, others' reactions and behaviors, as well as the team's achievements. 1983; Vanutelli, Gatti, Angioletti, & Balconi, 2017). For example, To address these issues, we applied a neuroscientific approach. In differential emotional responses could be detected (Levenson, 1992), fact, although research into leadership and managerial issues has been as well as the way people are connected each other (Chaspari et al., significantly explored from an organizational point of view, as we indi- 2015; Vanutelli et al., 2017). cated before considering some recent research, our understanding of Moreover, autonomic activity recording is useful when dealing unaware reactions is still partial and incomplete. Indeed, only very with ecological settings like these, because they are robust to move- few subjective and relational processes are consciously and easily ment artifacts, they can be acquired with inexpensive portable accessible. By collecting only explicit data by questionnaires or inter- devices, they can be simply analyzed, and results are readily accessible views, in fact, conventional methods do not appear adequate any- (Balconi & Canavesio, 2013; Massaro & Pecchia, 2016). However, only more, because they are affected by several biases (Waldman et al., a few previous works applied autonomic activity to neuromanagement 2011). Conversely, neuroscience allows acquiring both “controlled” in an ecological setting. Considering again the recent pilot study on and “automatic” mechanisms and provides a new point of view over leader–employee interactions (Balconi, 2017; Venturella et al., 2017), the organization. More specifically, the field of social and affective it was possible to better explore the moment of performance review neuroscience seems the most suitable in our case, because it is of the employees
Load more

Recommended publications
  • Unravelling Competitors' Brain-And-Body Correlates. the Two
    29 April 2021 Kseniya R. Grishchenko - Maria S. Kovyazina - Nikita A. Khokhlov The characteristics of language development and executive 7 functioning in pre-schoolers (neuropsychological aspect) Sergio Melogno - Maria Antonietta Pinto - Teresa Gloria Scalisi Andrea Ruzza How to train a child with Autism Spectrum Disorder to write 21 persuasive texts. A case study during the lockdown caused by Covid-19 Michela Balconi - Laura Angioletti Interoception as a social alarm amplification system. What 39 multimethod (EEG-fNIRS) integrated measures can tell us about interoception and empathy for pain? Maria Cristina Saetti - Teresa Difonzo - Martina Andrea Sirtori Luca Negri - Stefano Zago - Cecilia Rassiga The Paced Auditory Serial Addition Task (PASAT): normative 65 data for the Italian population Michela Balconi - Laura Angioletti Unravelling competitors’ brain-and-body correlates. 83 The two-persons social neuroscience approach to study competition Neuropsychological Trends – 29/2021 https://www.ledonline.it/neuropsychologicaltrends/ - ISSN 1970-3201 5 Unravelling competitors’ brain-and- body correlates. The two-persons social neuroscience approach to study competition Michela Balconi 1,2 - Laura Angioletti 1,2 1 International Research Center for Cognitive Applied Neuroscience (IrcCAN), Catholic University of the Sacred Heart, Milan, Italy 2 Research Unit in Affective and Social Neuroscience, Department of Psychology, Catholic University of the Sacred Heart, Milan, Italy doi: https://dx.doi.org/10.7358/neur-2021-029-bal2 [email protected] ABSTRACT Competition refers to a condition for which an individual or a group strive to gain or win something by defeating or establishing superiority over others. It follows that, unlike cooperation, the gain of one foresees the loss of the other.
    [Show full text]
  • Gerenciamento a Fisiologia Do
    Dossiê NEUROBUSINESS A FISIOLOGIADO GERENCIAMENTO AS DESCOBERTAS DA A falta de reconhecimento no trabalho dói tanto quanto NEUROCIÊNCIA ESTÃO, CADA uma pancada na cabeça: o cérebro sente a exclusão e emite um impulso neural intenso que termina por prejudicá-lo. VEZ MAIS, CHEGANDO ÀS “Posso lhe dar um conselho?” não é uma pergunta simpá- tica: para quem ouve é o equivalente à angústia de escutar EMPRESAS. REPORTAGEM HSM passos desconhecidos durante a noite. O cérebro entende MANAGEMENT MOSTRA COMO que quem pergunta está impondo sua superioridade, fica na defensiva e envia a ordem para que as glândulas produzam ESSE NOVO CONHECIMENTO hormônios do estresse. Um aperto de mãos ou uma troca de olhares sobre algo TENDE A MODIFICAR, E A engraçado dilui a sensação de perigo que muitos líderes HUMANIZAR, A GESTÃO, causam em seus subordinados, que, com medo deles, sen- tem como se sua vida estivesse ameaçada. É que o cérebro QUE POR MUITOS ANOS libera o hormônio do amor diante de gestos simpáticos, esti- PAUTOU-SE PELA VISÃO mulando confiança, empatia e generosidade. Graças à neurociência, conjunto de disciplinas científi- MECANICISTA DESENVOLVIDA cas que estudam o cérebro para estabelecer a base orgâ- nica do comportamento, hoje se sabe que a dor “social” NA ERA INDUSTRIAL descrita nas três situações acima é um impulso primá- rio. Isso significa que, contrariando a crença comum, o sofrimento por motivos emocionais acontece em regiões do cérebro similares às que processam a dor física e não deve ser desconsiderado. O cérebro humano é um órgão A reportagem é de Florencia Lafuente, colaboradora social e sua luta para atenuar o sofrimento emocional é de HSM MANAGEMENT.
    [Show full text]
  • Effort Increases Valuation of Subsequent Monetary Reward
    Behavioural Brain Research 261 (2014) 1–7 Contents lists available at ScienceDirect Behavioural Brain Research j ournal homepage: www.elsevier.com/locate/bbr Research report I endeavor to make it: Effort increases valuation of subsequent monetary reward a,b,1 a,b,1 a,b a,b,c,d,∗ Qingguo Ma , Liang Meng , Lei Wang , Qiang Shen a School of Management, Zhejiang University, Hangzhou, China b Neuromanagement Lab, Zhejiang University, Hangzhou, China c Department of Economics, Faculty of Arts & Social Sciences, National University of Singapore, Singapore d National Key Laboratory of Cognitive Neuroscience and Learning, Beijing Normal University, Beijing, China h i g h l i g h t s • Effort, in general, could enhance subjective valuation toward gain–loss outcome. • FRN and P300 represent modulated effect of varied efforts during outcome evaluation. • P300 also exhibits the valence effect of feedback at the late stage of evaluation. a r t i c l e i n f o a b s t r a c t Article history: Although it is commonly accepted that the amount of effort we put into accomplishing a task would exert Received 11 October 2013 an influence on subsequent reward processing and outcome evaluation, whether effort is incorporated Received in revised form as a cost or it would increase the valuation of concomitant reward is still under debate. In this study, 21 November 2013 EEGs were recorded while subjects performed calculation tasks that required different amount of effort, Accepted 25 November 2013 correct responses of which were followed by either no reward or fixed compensation.
    [Show full text]
  • Cooperative Leadership in Hyperscanning. Brain and Body Synchrony During Manager-Employee Interactions
    26 November 2019 Michela Balconi - Giulia Fronda - Daniela De Filippis Matteo Polsinelli - Giuseppe Placidi A preliminary structured database for Multimodal Measurements 7 and Elicitations of EMOtions: M2E2MO Michela Balconi - Federico Cassioli - Giulia Fronda Maria Elide Vanutelli Cooperative leadership in hyperscanning. brain and body 23 synchrony during manager-employee interactions Sara Yazdani - Shahla Sharifi - Mohsen Foroughipour Atiyeh Kamyabi Gol Semantic memory and multiple sclerosis: when names do not 45 come easily Sokichi Sakuragi Effects of rain sound on mental arithmetic, mood, autonomic 63 nervous activity, and salivary cortisol Federico Cassioli Contents, animation or interactivity: neurophysiological correlates 83 in App advertising Laura Angioletti - Michela Balconi Neuroscience for smart domotic environments and intelligent spaces 93 Neuropsychological Trends – 26/2019 https://www.ledonline.it/neuropsychologicaltrends/ - ISSN 1970-3201 5 Neuropsychological Trends – 26/2019 https://www.ledonline.it/neuropsychologicaltrends/ - ISSN 1970-3201 Cooperative leadership in hyperscanning. Brain and body synchrony during manager-employee interactions Michela Balconi1, 2 - Federico Cassioli1, 2 - Giulia Fronda1, 2 2, 3 Maria Elide Vanutelli 1 Department of Psychology, Catholic University of Milan, Milan, Italy 2 Research Unit in Affective andSocial Neuroscience, Catholic University of Milan, Milan, Italy 3 Department of Philosophy, University of Milan, Milan, Italy doi : https://dx.doi.org/10.7358/neur-2019-026-bal2 [email protected] ABSTRACT Recent advances in neurosciences permitted to extend the knowledge about brain functioning to the organizational field with a specific interest to leadership, with the extent to explore more proficient ways of managing. In the present research, through a hyperscanning paradigm, EEG and autonomic synchrony was explored during performance reviews to investigate if different leadership styles (partecipative vs.
    [Show full text]
  • Proyecto Final De Neuromarketing Protegido.Pdf
    INSTITUTO POLITÉCNICO NACIONAL ESCUELA SUPERIOR DE COMERCIO Y ADMINISTRACIÓN UNIDAD SANTO TOMÁS LICENCIATURA EN RELACIONES COMERCIALES TRABAJO DE INVESTIGACIÓN PARA LA OPCIÓN DE TITULACIÓN CURRICULAR “NEUROMARKETING” QUE PARA OBTENER EL TÍTULO DE LICENCIADOS EN RELACIONES COMERCIALES PRESENTAN: De la Serna Ramírez Manuel González Grimaldo Nadia Angélica Ramos Lopez Josué Solano Contreras Dulce Shalom Grupo: 5RM11 PROFESOR TITULAR 1: Berenice Hernández Maldonado PROFESOR TITULAR 2: Mª del Carmen Laguna Espinosa INDICE RESUMEN 3 ABSTRACT 4 INTRODUCCIÓN 5 MARCO METODOLÓGICO 6 EL CEREBRO. 8 EL MARKETING Y LAS EMOCIONES 11 LA CONDUCTA DE COMPRA 15 NEUROMARKETING. 16 ANTECEDENTES 19 TEORÍAS ACTUALES DEL NEUROMARKETING 24 TABLA 1. TEORÍAS ACTUALES DEL NEUROMARKETING 28 HERRAMIENTAS DEL NEUROMARKETING 29 TABLA 2. HERRAMIENTAS DEL NEUROMARKETING 29 APLICACIÓN 33 CONCLUSIONES GENERALES 36 PROPUESTAS 37 TRABAJOS CITADOS 38 AGRADECIMIENTOS. 39 RESUMEN El objetivo principal de esta investigación es conocer el impacto que tiene una marca, producto, anuncio o incluso una campaña publicitaria sobre el consumidor haciendo uso de una nueva técnica conocida como Neuromarketing, la cual toma elementos de dos disciplinas: Neurología y Marketing. Para comprender este tema se realizó una investigación documental, para ello se consultaron bases de datos que contenían articulos científicos del tema. Después de seleccionar los artículos adecuados para esta investigación, se realizaron cuadros comparativos y de congruencia para conocer los puntos más importantes del Neuromarketing. Se encontraron diversas teorías que según expertos de esta técnica se refieren a algunas zonas del cerebro en particular, que se activan dependiendo del estimulo que este reciba, así mismo mencionan diversas herramientas que son utilizadas para el estudio de esta técnica.
    [Show full text]
  • The Emergence of Neuromarketing Investigated Through Online Public Communications (2002-2008)
    The emergence of neuromarketing investigated through online public communications (2002-2008) Clément Levallois, emlyon business school, Lyon, France Ale Smidts, Rotterdam School of Management, Erasmus University, Rotterdam, The Netherlands Paul Wouters, Centre for Science and Technology Studies, Leiden University, Leiden, The Netherlands Published version available at: https://doi.org/10.1080/00076791.2019.1579194 Abstract: “Neuromarketing” designates both a developing industry and an academic research field. This study documents the emergence of neuromarketing through the first mention of the term in traditional and new media until the stabilization of the field. Our main interest is to establish whether neuromarketing developed separately as an academic field and as an industry (with knowledge transfer from the former to the latter), or whether it was an act of co-creation. Based on a corpus gathered from a systematic search on the Web, we trace the multiple forms of engagement between academic and commercial communities, echoed but also shaped by reports in traditional and new media. We find that neuromarketing developed an identity through a set of practices and a series of debates which involved intertwined communities of academic researchers and practitioners. This result offers an alternative to the narrative of “knowledge transfer” between academia and the industry and offers a contribution on how to use new kinds of digital sources in business history. Keywords: neuromarketing, university-industry relations, world wide web, neuroeconomics, digital humanities Page 1 of 41 In the early 2000s, both an academic subfield and a new industry developed around the same theme: understanding marketing processes from the viewpoint of their connection with the consumer’s underlying brain mechanisms, such as the processing of sensory inputs, memory encoding and retrieval, or the valuation of different options when presented with a choice.
    [Show full text]
  • May the Neuroscience Be an Innovation in Sales Management
    Mikołaj Pindelski, PhD Warsaw School of Economics (Szkoła Główna Handlowa) Collegium of Management and Finance Rafał Mrówka, PhD Warsaw School of Economics (Szkoła Główna Handlowa) Collegium of Management and Finance Joanna Żukowska, PhD Warsaw School of Economics (Szkoła Główna Handlowa) Collegium of World Economy Neuromanagement – may the neuroscience be an innovation in sales management Abstract In the papers on many scientific areas there are mentioned neuroscience as a new way of understanding what people want and why do they behave in a specific way. As a result it should not be a surprise that neuroscience has become the object of attention in many works on management world around. Neuroscientists keep on trying to measure the neurons and to encode their activities in an understandable and predictable way. The researchers are looking for factors and variables and their impact on selected human brain areas. As a result they deliver conclusions that could be summarized as “some factors may influence human behavior and elicit expected reaction”. E.g. colors, music, voice, shape, environment, management style, motivators etc. have a great impact on the way people react, choose and value things as well as how do they perceive stimulus. As the use of neuroscience in other areas than medicine seems to be in a prenatal stage it is significant to check if that type of knowledge may be useful in developing management and understanding peoples’ reactions. It is worth asking, does the neurobiology is on the level that is sufficient for taking results as general rules and truth and could it, as authors assure, discover the source code of human behavior.
    [Show full text]
  • Romancing Neurodecision Making
    Imperial Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-4, 2017 ISSN: 2454-1362, http://www.onlinejournal.in Romancing Neurodecision Making Dr J Satpathy1, PhD, Dlitt & Dr Shikta Singh2, PhD 1Faculty, Academics Department Officers Training Academy, Gaya, Bihar: 823 005 2KIIT School of Management Bhubaneswar, Odisha : 751 020 Abstract: How do we know where we are, where account of informed consent appear? Finally, we have been and where we are going? It's question of mind - brain relationship needs to be important to understand intricacy of managerial investigated. Strangely enough, many decision brain. Brain is main organ of nervous system. It makers collect a bunch of alternatives and then has the same general structure as brains of ask, ‘Which should I choose?’ without thinking other mammals, but with developed cerebral first of what their goals are, what overall objective cortex. Size of brain comes from cerebral cortex, they want to achieve (These are the possibilities especially frontal lobes, which are associated one has to choose from. Alternatives can be with executive functions . The area of cerebral identified (that is, searched for and located) or cortex devoted to vision, visual cortex, greatly even developed (created where they did not enlarged as compared to other animals. previously exist). Merely searching for pre-existing Basic structural design of brain is constructed alternatives will result in less effective decision through a process that begins early in life and making). A component of goal identification continues into adulthood. Simpler circuits come should be included in every instance of decision first and more obscure brain circuits endow with analysis.
    [Show full text]
  • Neuro Project Management
    Е. Khalimon, I. Brikoshina, S. Apenko K. Klepneva, M. Romanenko, V. Kizeev NEURO PROJECT MANAGEMENT Monograph Москва 2020 УДК 61:611:005 ББК 5+28.7+65.290-2 Исследование выполнено при финансовой поддержке РФФИ в рамках научного проекта № 20-014-20002 Рецензенты: М.Н. Гусева, д-р экон. наук, проф., А.П. Бирюков, д-р экон. наук, проф., В.И. Тинякова, д-р экон. наук, проф., И.З. Коготкова, канд. экон. наук, проф. Neuro project management : monograph / Е. Khalimon, I. Brikoshina, S. Apenko, K. Klepneva, M. Romanenko, V. Kizeev. — Москва : РУСАЙНС, 2020. — 74 с. ISBN 978-5-4365-6002-1 This monograph describes the results of the authors' research on the methodology of neuro project management – a new direction of neuroscience that combines such scientific fields as medicine, psychology, neuroeconomics and management. Combining theoretical concepts and accumulated practical knowledge, this monograph presents the possibilities of using neural technolo- gies in project management for effective labor organization and innovative sus- tainable development. This book is intended for undergraduate and graduate students studying management and economics at the University, for graduate students and scientists engaged in neuroscience, as well as for project managers who want to learn more about the psychophysiological and biological features of the formation of project thinking. Keywords:. УДК 61:611:005 ББК 5+28.7+65.290-2 © Khalimon E., Brikoshina I., Apenko S., Klepneva K., Romanenko M., Kizeev V., 2020 © ООО «Купер Бук», 2020 ISBN 978-5-4365-6002-1 © ООО «РУСАЙНС», 2020 CONTENT Introduction .......................................................................................................... 4 Chapter 1. Neuro project management: new philosophy and scientific direction ........................................................................................
    [Show full text]
  • Brian Knutson 1
    CV Brian Knutson 1 Curriculum Vitae – January, 2018 Brian Knutson Department of Psychology Phone: (650) 724-2965 Bldg. 420, Jordan Hall, Rm. 470 FAX: (650) 725-5699 Stanford University [email protected] Stanford, CA 94305-2130 www.stanford.edu/groups/spanlab Current Employment 2016-present Professor, Psychology and Neuroscience, Stanford University Psychology Department Past Employment 2008-2016 Associate Professor, Psychology and Neuroscience, Stanford University Psychology Department 2001-2008 Assistant Professor, Psychology and Neuroscience, Stanford University Psychology Department 1996-2001 Research Fellow, National Research Council with Drs. Daniel Hommer and Markku Linnoila at the National Institute on Alcohol Abuse and Alcoholism, NIH Education 1993-1996 Post-doctoral Fellow, NIMH Training Grant in Emotion Research with Drs. Paul Ekman and Owen Wolkowitz at U.C. San Francisco and Dr. Jaak Panksepp at Bowling Green State University 1989-1993 Ph.D., Stanford University, Psychology. Dissertation advisor: Dr. Susan Nolen-Hoeksema Title: "Links Between Facial Expression and Interpersonal Traits" 1985-1989 B.A., Trinity University, Comparative Religion B.A., Trinity University, Psychology, magna cum laude. Honors Thesis advisor: Dr. Daniel Wegner Title: "Effects of Distraction on Thought Suppression" Research Interests Neural basis of emotional experience and expression Implications for economic and social decision-making Applications to clinical disorders of affect and addiction CV Brian Knutson 2 Funding (Principal Investigator unless otherwise noted) 2017 National Institute of Drug Abuse P50 Center Grant (Co-investigator with PI Karl Deisseroth; 5 years): Neural circuit dynamics of drug action. 2017 Stanford Neuroscience Institute “Big Ideas” Initiative Phase II (with Co- investigators Rob Malenka and Keith Humphreys; 5 years): “Neurochoice”: Controlling addictive choice – from circuits to policy.
    [Show full text]
  • I Michela Balconi Curriculum Vitae Attivita Scientifica E Didattica
    MICHELA BALCONI CURRICULUM VITAE ATTIVITA SCIENTIFICA E DIDATTICA I DATI ANAGRAFICI Michela Balconi Nata a Vimercate (Mi) residente in Via Rossino, 20a il 3 febbraio 1968 20060 Ornago (Mi) Tel. 340 3778848 Tel. 02 7234 2233 e-mail: [email protected] website: http://www.psychoneuronet.com Dipartimento di Psicologia, Università Cattolica del Sacro Cuore di Milano, Largo Gemelli, 1 20123 Milano Tel. (+39) 02 7234 2233 e-mail: [email protected] website: http://www.psychoneuronet.com CRONOLOGIA E TITOLI Diploma di Maturità Classica, conseguito presso il Liceo Ginnasio B. Zucchi (Monza) nell’anno 1987. Laurea in Filosofia, ad indirizzo psicologico, conseguita il 19 marzo 1992 con la votazione di 110/110 e lode presso la Facoltà di Lettere e Filosofia dell’Università degli Studi di Milano. Titolo della tesi: “La rappresentazione sociale della tossicodipendenza: modelli teorici e analisi sperimentale” (relatore Prof. L. Anolli). Laurea in Psicologia, conseguita il 07 luglio 1998 con la votazione di 110/110 e lode presso la Facoltà di Psicologia dell’Università degli Studi di Torino.Titolo della tesi: “Il fenomeno della cortesia linguistica: teorie comunicative e strategie di gestione dell’interazione” (relatore Prof. P. Amerio). Dottore di Ricerca (febbraio 2001) in “Psicologia della Comunicazione e dei Processi Linguistici”, XIV ciclo (1999-2001), Università Cattolica del Sacro Cuore. Titolo della tesi: “Neuropsicologia della comunicazione umana tra iconicità, II fonosimbolismo e fisiognomia. Analisi comparata dei processi cognitivi, linguistici e comunicativi mediante rilevazione dei potenziali evocati corticali endogeni (ERPs)”. Master di specializzazione in “Direzione del Personale e Organizzazione”, tenuto dall’Istituto Studi Direzionali (ISTUD), Fondi Sociali Europei, patrocinato dalla Regione Lombardia e da Assolombarda, ottobre 1992 – maggio 1993.
    [Show full text]
  • Neuromanagement E Neuromarketing for IULM Flow 2
    Neuromanagement and Neuromarketing Neuromanagement • What is the neuromanagement • What are the applications • What are the basic assumptions • Neuromanagement and Neuromarketing • Neurogatrophisic Faculty Vincenzo Russo Associate Professor of Consumer Psychology and Neuromarketing at IULM University in Milan Director of the Center of Research for Neuromarketing, “Behavior and Brain Lab – IULM University. Author of several papers and books about the Neuromarketing, Social Communication, and about the change management in the Not for Profit Organization. He has widely published in recognized international journals including the Journal of Consumer Behavior, Journal of Advertising Research, Food Quality and Preference; Journal of Global Information Management, European Journal of Information Systems, in the Italian journal of organizational psychology Risorsa Uomo Faculty Giorgio Gabrielli Professor of Neuromanagement and Self Management Laureato con lode in filosofia a Pavia con una tesi in filosofia morale, ha conseguito nell’aprile 2013 il titolo di Dottore di Ricerca in Interazioni Umane: psicologia di consumi, comportamento e comunicazione, presso l’Università IULM di Milano, con il profilo in psicologia dei processi organizzativi. Ha frequentato corsi di formazione manageriale presso le maggiori realtà didattiche e consulenziali italiane e internazionali (SDA Bocconi, Harvard Business School ed altre). Attualmente è Amministratore Delegato di News 3.0 e Consigliere di Amministrazione di Tinaba. Ha una sua attività di Consulenza Aziendale e Formazione ed è Professional Coach e Group & Team Coach. Dal 2014 al 2016 ha ricoperto il ruolo di Deputy General Manager di RCS Pubblicità. Dal 2011 a tutto il 2013 è stato Country Manager Advertising & Online di Microsoft Italia, dopo esserne stato Sales Director Consumer & Online.
    [Show full text]